Delivering the Metropolitan Development Strategy

In terms of implementing its Metropolitan Development Strategy, the Joint Committee has minimal powers. It is a Strategy-making Body – that function is essentially separated from the delivery process. This fact is one of the limitations on its powers and was highlighted as one of the key differences between the Joint Committee’s constitution and those of the majority of its EU partners during its benchmarking work with a wide range of European Authorities and Agencies. However, the Joint Committee is committed to seeing its long-term Development Strategy delivered. It is not content with ‘paper-planning’, but with securing action. It therefore looks to exert maximum influence through partnership agreements – see ‘Our Partnerships’ section - upon its strategic partners, public and private, who are charged with delivery.

The essential logic of its sustainable long-term strategy has been confirmed by the actions of the Scottish Executive in adopting its flagship components as national development priorities– see ‘Latest News’ Section. The Joint Committee has already brokered major commitments from partners to delivering the Strategy – 

The Clyde Waterfront project – the first of the major regeneration projects within the Strategy – a drive to breathe new life into the riverside between the Kingston and Erskine bridges and beyond. This project has its own multi-agency Partnership Board and Executive Team, as well as integral special delivery vehicles e.g. ‘Clydebuilt’ in the Clydebank area of West Dunbartonshire, within its overall scale - see ‘Our Partnerships’ Section – and these are already driving forward delivery and leveraging in massive private sector investment along the Clyde, making the whole project a major focus for metropolitan renewal. 

The Clyde Gateway project – the second of the major regeneration projects at the heart of the Strategy, focusing on the East End of Glasgow and neighbouring areas of South Lanarkshire. It has already its own multi-agency and multi-dimensional partnership approach and the Scottish Executive has confirmed, in March 2006, the creation of an Urban Regeneration Company (URC) to manage the delivery of the project. 

The Ravenscraig project – the third of the major regeneration projects is being driven forward by the private sector in partnership with public sector Agencies and Authorities. The current status of this project is described in the ‘Latest News’ Section. 

Riverside Inverclyde – an offshoot of the Clyde Waterfront project, it has been confirmed by the Scottish Executive as an Urban Regeneration Company (URC) to address the future after the decline of the long-term industrial base of this part of the Clyde riverfront lower down the estuary. 

The Green Network – a metropolitan-wide initiative in the Strategy is the development of a Green Network linking all parts of the area. The Joint Committee, its Authorities and key partners have established a Partnership Board with significant funding – see ‘Our Partnerships’ Section – to deliver this initiative. The Executive Team for this project is currently being set up.

The Scottish Executive has demonstrated its commitment to the metropolitan area and its Development Strategy through these recent announcements, building upon its already existing national commitments to the New Neighbourhood programme in Glasgow, the Loch Lomond and the Trossachs National Park in West Dunbartonshire, Glasgow International Airport in Renfrewshire, and the Clyde Canal Millennium project through North Lanarkshire, Glasgow and West Dunbartonshire. Each of these components is wholly incorporated into the Development Strategy.

The Joint Committee works closely with its constituent Authorities to ensure that the Metropolitan Development Strategy gives clear guidance and accurate shape to their Local Plans, the majority of which are up-to-date and prepared in parallel with the Structure Plan. Similarly, the Joint Committee provides strategic advice to the Authorities on development applications in their exercise of their regulatory development management functions.